Hi Mohammed,

You can easily find such repositories at SSRN, they are found at:

1. http://papers.ssrn.com/sol3/JELJOUR_Results.cfm?form_name=journalbrowse&journal_id=922190

2. http://papers.ssrn.com/sol3/JELJOUR_Results.cfm?form_name=journalBrowse&journal_id=1960839

You could also do a Google Scholar search... rather popular topic, if you think about it. Hope this helped.

ADB's Our People Strategy, available at http://www.adb.org/publications/our-people-strategy-skills-and-passion-improve-lives-asia-and-pacific, defines the principles that organization will follow to recruit, retain, and develop staff and managers and to improve its workplace environment, ensuring it has the right people to succeed with.

On Knowledge Behaviors, available at https://www.researchgate.net/publication/266477251_On_Knowledge_Behaviors, argues that where large organizations make an effort to boost desirable characteristics, such as knowledge sharing, the solutions they fabricate can aggravate problems. (Their panoplies of typical concerns include job design, performance appraisal, compensation and rewards, managerial styles, information and communication technologies, and training.) Designing jobs for behaviors and recruiting people who are positive about these to start with may be more efficient.

Article On Knowledge Behaviors

Hello Masud,

You might wish to look at:

Ashby, F. C., & Pell, A. R. (2001). Embracing excellence: Become an employer of choice to attract and keep the best talent. Prentice Hall Press.

Vitalari, N., & Dell, D. (1998). How to attract and keep top IT talent. HR Focus, 75(12), 9-10.

Hiltrop, J. M. (1999). The quest for the best: human resource practices to attract and retain talent. European Management Journal, 17(4), 422-430.

Meister, J. C., & Willyerd, K. (2010). The 2020 workplace: How innovative companies attract, develop, and keep tomorrow's employees today. Harper Collins.

My first thoughts are that good employee practices are better at keeping employees who are loyal to a business that is respectful and supportive of their contributions... hiring new employees is another question altogether... look like really great articles in the above message... currently I am retired and have worked in the nonprofit sector my entire career ... turnover was a big problem, primarily because of low salaries; however, I saw the difference between urban NPs and rural NPs where turnover was really low...

Hi Md Masud,

There is an immense literature on High Performance Work Systems, with the focus being on improving employee productivity and performance.

Below I have cut and pasted a brief summary of key studies that will appear in my forthcoming book Improving Organizational Performance: The Cube Once Framework.  You should have no trouble finding the full citations.

Best of luck.

Richard

High Performance Work Practices: An Abbreviated Review of Survey Evidence

            In light of the abundant evidence reviewed thus far, the next section summarizes the findings of six large-scale studies, which present overall evidence of the effects of HPWPs.

•   Huselid in an initial demonstration of “bottom-line results” found that a one standard deviation improvement in HPWPs was associated with a 7% decrease in turnover; increased sales per employee of $27,000 a year; an annual per employee increase in profits of $4,000; and an increase in form market value of $18,000 per employee.226

• Huselid and colleagues found that a one standard deviation increase in HRM effectiveness corresponded to an annual: 5.2% increase in sales per employee; an estimated 16.3% increase in cash flow per employee; and an estimated 6% increase in market value.227

• Jiang and colleagues found that motivation-, skill-, and opportunity-enhancing practices all have positive associations with financial outcomes (correlations being .27, .26, and .20, respectively).228

•    Stajkovic and Luthans found that the combined effects of money, feedback, and social recognition were sizable at d = .47 which corresponded to a 16% improvement in performance.229

• Rabl and colleagues looked at data from 29 countries and found a significant correlation (.29) between HPWS practices and business performance. Surprisingly, on results were stronger where there was a lower cultural consistency per traditional cultural perspectives.230  

•  Aryee and colleagues found that individual-level perceptions of High Performance  Work System practices in branches of banks exert a sizable across-level influence on branch-level service performance.231

Yes, it does. Congrats for picking up such an interesting topic.

Dear All,

Thank you very much for your valuable thoughts. 

@ Santosh, Olivier, and Onyeka : your reference lists are very helpful. I have gone through these and found some new theoretical background for my research.

@Barbara Granger: I am working on employee treatment. Do you think firm locations can affect the degree of employee treatment practiced by firms?

@Kopelman, thanks for introducing to new area. Waiting for your book. Do you think the effect of employee treatment is significantly different for "Knowledge Workers"?

Sincerely,

Masud

Masud,

I believe that employee-directed practices will be equally pertinent to knowledge workers.  But this is my opinion, as I have not examined this empirically.

Best,

Richard

Masud, the importance and potential impact of organisational culture/climate on not only the attraction but also the retention and possible 'fit' of employees have been topics of research interest for sometime (see for example, Sheridan, 1992; Coldwell, Billsbery & Van Meurs, 2008; Gardner et al., 2012). The role of HR professionals in designing and implementing appropriate/fitting policies, practices and processes in order to enhance not only employee-organisational fit but also employee-team and employee-job/role fit cannot be overemphasised (see Cable & Judge, 1996; Cable & Parsons, 2001). The question that is yet to be fully examined is whether such an ideal state actually subsists?